Part of a Special Section covering the Nuclear Construction Summit USA 2009, October 26-27 – Washington DC
The Nuclear Construction Summit, USA 2009 was attended by professionals who finance, plan and develop next nuclear projects. Professionals delivered information that will form blueprints for successful financing and construction risk assessment and management at every phase of the construction cycle. From government and regulatory bodies to operator insight and in-depth contractor experience.
- Presented by Jeffrey S. Merrifield, Senior Vice President, Shaw Power Group –
The attached pdf presentation from the NCS meeting details Shaw's International and U.S. Nuclear Construction Challenges and Developments. Discussed in the presentation are:
Shaw’s Power Group
• Power Group comprised of three divisions
– Nuclear Division
– Fossil & Renewables Division
– Maintenance Division
• Shaw ranked #1 in Power on ENR’s list of Top 500 Design Firms for 2008 and 2009
• Approximately 5,000 professional employees
– Charlotte
– Philadelphia
– Denver
– Boston
– Baton Rouge
Sanmen & Haiyang Projects
• Two Westinghouse AP1000 units per site
• Sanmen
– Excavation began Feb. 26, 2008
– First nuclear concrete placement completed March 31, 2009
– Auxiliary Building Module CA-20 set June 29, 2009
– Start of commercial operation: 2013
• Haiyang
– Excavation began July 29, 2008
– First nuclear concrete placement completed
September 24, 2009
– Start of commercial operation: 2013
Shaw Construction China Lessons
Learned and Benchmarking Program
• China will have performed all standard plant construction installation activities four times before activities are performed domestically
– Establish benchmarking management team with China and U.S. participants
– Select benchmarking activities
– Assign U.S. subject matter expert to coordinate
– Assign on- and off-shore teams by activity for China and domestic projects
– Establish China construction management E-Room
– Conduct Internet-based team meetings to review and share lessons learned
Vogtle & V.C. Summer Projects
• Shaw responsibilities:
– Engineering
– Procurement
– Turbine island/balance of plant
– Site-specific systems
– Yard work
– Construction
• Current status:
– Both projects have received state PSC certification to build two units
– Vogtle has received full notice to proceed from client
– Site-specific detailed design and excavation started
– On-site craft deployed at both projects
Shaw Modular Solutions (SMS) - Module
Fabrication and Assembly Facility
Work continues on the $100 million/410,000 square foot facility located in Lake Charles, LA
• Will produce structural, piping and equipment modules for new nuclear power plants
• Shaw’s three existing nuclear EPC contracts are expected to generate approximately $1B in revenues for this facility
• 410,000 square feet under roof for fabrication, assembly and inspection
• 7 production bays
• 8,200 square foot administrative building
• 10,000 square foot training facility
• Truck, barge and rail access
• NQA-1 program
• Located on 120 acres of land with an option for 180 more acres
AP1000 Structural Modules
148 structural modules
• CA Type (25): steel formwork modules with concrete filled in place; consists of walls (CA01, CA20) and floors (CA34)
• CB Type (35): remain-in-place steel formwork modules with concrete poured around them.
• CG Type (5): modules that are set into place to form part of a building structure and that are not outfitted with mechanical commodities (such as platforms and grating)
• CH Type (46): modules that are set into place to form part of a building structure and that are outfitted with commodities
• CS Type (37): modules that comprise steel stairways
AP1000 Mechanical Modules
202 mechanical modules
• Equipment modules (51): consisting of equipment, valves and piping on a structural steel framework
• Piping and valve modules (22): consisting of piping, valves and in-line piping components on a structural steel framework
• Commodity modules (53): consisting of piping, cable tray and HVAC ductwork on a structural steel frame
• Standard service modules (76): as assembly of service utility connections in a frame to provide standard configuration
High Level Lessons Learned
Fully Integrated Schedule
• Key to identifying long-lead items and critical interdependencies that could hinder timely project completion
Subcontractor Qualification
• Subcontractor’s skills must match project scope
Quality Assurance
• EPC contractor must have robust program for ensuring components’ quality (especially critical in a nuclear environment)
• ASME certification does NOT relieve the supplier of a need to have a robust NQA-1 program
3-D Computer-Aided Engineering (CAE)
• Vendor and EPC contractor must commit to use of 3-D CAE to plan work and identify potential plant construction conflicts
Workforce Planning
• EPC contractor must have systems and experience to attract, identify and retain appropriate sources of highly skilled tradesmen (welders, pipe fitters, etc.)
• Programs are needed to train workers where there are shortages
Problem Identification & Resolution
• EPC contractor must have ability to proactively identify, categorize and resolve arising issues Regulatory Interface
• EPC contractor must have healthy and productive interaction with regulatory bodies
Challenges Unique to Nuclear Environment
Timing
• New nuclear unit delivery schedule approximately nine years (vs. seven for coal), with three to four-year fabrication times for steam generators and vessels
• Early decision-making is necessary
Public Scrutiny
• Because nuclear power is such a high-profile technology, potential problems at any site become widely known
Uniqueness of Nuclear
• Nuclear power is among the most highly regulated activities in the world, so regulations are robust and closely followed
Collaboration between Regulators
• Nuclear regulators make up a very small community and are far more connected than in any other arena
Robust QA/QC is Vital
• Components emplaced in nuclear units require much higher pedigree than those in fossil units
“Safety Culture”
• Companies involved in nuclear unit construction must not only foster safe working environments for employees, but also must create a culture at the
worksite that prioritizes safety above scheduling and cost concerns Specialization of Contractors & Subcontractors (C&S)
• Not all C&Ss have the programs, processes, procedures and people -- “The Four Ps” -- needed to successfully build nuclear operating units
Conclusion
Takeaway Comment:
• When constructing a major infrastructure addition such as a nuclear power plant, the selection of the “best fit” EPC contractor is not merely a function of who gives you the lowest price
• Instead, the key question a utility needs to ask itself is: Does this EPC contractor have the programs, processes, procedures, and people I can trust to successfully execute the project on time and within the agreed pricing framework?
Click here for the: Shaw Group's New Nuclear Plants Update in the US and China